Chapter 3. CON CURRENT ENGINEERING
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The document discusses concurrent engineering as a methodology that improves product development by involving multidisciplinary teams working in parallel, thus enhancing efficiency and reducing time-to-market. It highlights the significance of lean manufacturing, which aims to eliminate waste and improve quality by optimizing resource use and focusing on customer needs. Key principles of both approaches emphasize integration, rapid response to market changes, and continuous improvement in engineering and business operations.
Chapter 3. CON CURRENT ENGINEERING
- 1. Shree Swami Atmanand Saraswati Institute Of Technology PROF. MAYUR S. MODI MECHANICAL ENGINEERING DEPARTMENT SSASIT,SURAT Concurrent engineering & lean manufacturing Quality and Reliability Engineering (171906)
- 2. Concurrent engineering • Introduction : It is sometimes known as simultaneous engineering or integrated product development. It is a work methodology based on the parallelization of tasks(performing task concurrently). It is the business strategy that addresses important company resourses.it is the way of improving engineering performance of company. Concurrent engineering is long term strategy and it should be only consider by organizations to willing to make up front investments and then wait for several years for long term benefits. The problem of traditional serial product development process are generally overcome by this method ,as in that process the product is first develop and than manufacturing process is defined by manufacturing department.
- 3. Field warranty service Production system Prototyping Process design GD&T Quality control Product design GD&T Engineering Modeling Market analysis, R&D Computer Aided Design (CAD) Computer Aided Manufacturing (CAM) Rapid Prototyping Cell, Quick Response Manufacturing Statistic Process Control (SPC) Manufacturing in the Product Life Cycle
- 6. Elements of concurrent engineering • Concurrent engineers bring together multi disciplinary teams, in which product developers from the different departments work together and in parallel from the start of project with intention of getting things right as quickly as possible. • For product development , input is obtain from as many functional areas as possible before the specifications are finalized. This results in the product development team clearly understanding what the product requires inn terms of mission performance, environmental condition during operation, budget and scheduling. • It includes generally representative of different functions such as mechanical engineering , electrical engineering , manufacturing , drafting , program management , quality management ,etc. Cross functional teams :
- 7. Concurrent product realization : • A process activities are at the heart of concurrent engineering. Doing several things at the one time , such as design various subsystem simultaneously , is critical to reducing design time. incremental information sharing : • As new information are become available , it is shared and integrated into the design. Cross functional teams are required for the effective sharing of information in timely fashion. integrated project management : • It ensures that someone is responsible for the entire project and that responsibility is not over as one aspect is done. • Getting the design correct at the start of project result in reducing downstream difficulties in the workflow , so need of expensive engineering changes later in process will be reduced.
- 8. Definition : • concurrent engineering is a business strategy which replaces the traditional product development process with one in which each task is done in parallel and there is an early consideration for every aspect of product’s development process. Need for concurrent engineering : • In today’s business world , corporations must be able to react to the changing market needs rapidly , effectively and responsively . they must be able to reduce the time of adoption of new technology. • Decision must be made quickly and they must be done right the first time out. • Concurrent engineering is emerged as way of bringing rapid solutions to product design and development process. • In order to be competitive , corporation must alter their product and process development cycle to be able to complete diverse task simultaneously . this new product will benefit the company. • So , it is also known as the process that must be reviewed and adjusted for continuous improvement of engineering and business operations.
- 9. Basic principles of Concurrent engineering : • Get a strong commitment from the senior management. • Establish unified project goals and a clear business mission. • Develop a detailed plan early in process. • Continually review your progress and revise your plan. • Choose project leaders that have an overall vision of the project and goals. • Analyze your market and know your customers. • Allow cross functional integration. • Reduce cost and delivery time to the market. • Complete tasks in parallel • Transfer technology between various departments. • Collectively work on all parts of project. Application of Concurrent engineering : • It used in product research , design , development , re-engineering , manufacturing and redesigning of existing and new product.
- 10. Advantages of Concurrent engineering : • Industrial benefits : Competitive advantages Increased performance Reduced design and development time • Other advantages : Increase market share. Lower manufacturing and production costs. Increased customer satisfaction. Reduce defect rates. Increased efficiency and performance. Higher return on investment. Reduced labor and resource requirements. Lower implementation risks.
- 11. Lean manufacturing history: Lean manufacturing , lean enterprise , lean production or lean is a production practice that considers the expenditure of resources for any goal other than the creation of value for end customer and thus the target for elimination of such unwanted expenditure. Lean is centered on preserving value with less work. it is a management philosophy derived mostly from the toyota production system and identified as “lean” only in the 1990s. These small stockpiles are known as kanban, and the use of the kanban significantly lowers waste and enhances productivity on the factory floor. In addition to eliminating waste , lean manufacturing helps to provide optimum quality by building in a method whereby each part is examined first.
- 12. Objectives of lean manufacturing : • Improve quality : to stay in today’s marketplace , company must need to know about need and expectations , and provide a good quality product to customer. • Eliminate waste : waste is any activity that consumes time , resource and space but not add any value to the product. • Reduce time : reducing the time of existing product is most effective way of eliminating waste and reducing cost. • Reduce total cost : to minimize cost company must produce only to customers demand. Overproduction increase a company’s inventory costs because of storage needs. Definition : lean manufacturing is a manufacturing strategy that helps to produce more output with minimum use of the Inventory.
- 13. There are two approaches to lean manufacturing , first one is to apply various tools like five s , kanban and poka-yoke for improving quality and reducing production time and cost. And second approach , which is promoted by toyota , in which the focus is upon improving the “flow” or “smoothness of work” , there by steadily eliminating mura through the system and not upon reducing the waste. Techniques to improve flow include production levelling and pull production. Various approach to lean manufacturing : Principles of lean manufacturing : Pull processing Perfect first time quality Waste minimization Continuous improvement Building and maintaining a long term relationship with suppliers Visual control Load leveling and production flow
- 14. Muri (overburden) Muda (nonvalue adding) Mura (unevenness) It must be waste that must be done under the present work condition. Any activity that takes time , space , material but does not take part in process. E.g. overproduction , defects , higher setup time , unnecessary features . It is the all unreasonable work that management imposes on workers and machines poor management. It is pushing a person beyond it’s natural limits. E.g. carrying heavy weights , moving things around , dangerous task , working fast. It focuses on how the work is implemented and the elimination of fluctuation at scheduling or operations , such as quality and volume. It used to find any fluctuation in various processes and then further examine the muda.